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@cmogle

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Blockchain was obviously the hottest and trending topic at Sibos 2015. Consulting and technology companies like Capgemini showcased blockchain technology for payments processing and talked about the positive use cases of blockchain for banks to be prepared for. Sources revealed that a panel discussion âNew Kids on the Block(chain) Platformâ on Day 1 attracted around 1000 people to a room that could accommodate only 200-300 people. To manage the surplus crowd, the blockchain panel discussion was streamed live in an adjacent room.
Sibos 2015 Singapore â 4 Days Summary and Highlights | Letâs Talk Payments (via hackingfinance)
âŚall of the data we use to decide who should get promoted is bad data; that all of the performance appraisal data we use to determine peopleâs bonus pay is imprecise; and that the links we try to show between our people strategy and our business strategy â expressed in various competency models â are spurious. It means that, when it comes to our people within our organizations, we are all functionally blind. And itâs the most dangerous sort of blindness, because we are unaware of it. We think we can see.
Most HR Data Is Bad Data - HBR
This is like a toxic virus propagating through the corporate bodies of large organisations; given that managing and allocating talent is an ever more important KSF in the Information Age, it goes a long way to explaining why large companies are more and more often just relying on sheer momentum to continue to survive. Not sustainable in the long term.Â
(via parkparadigm)
(via https://www.youtube.com/watch?v=cKXE6oAZ8j8)

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Digital storytelling
Digital is no longer a question, itâs an obligation.  Digital can democratise markets with unrivalled pace, momentum and reach. It has no respect for organisational hierarchies, preconceptions or biases. It will blast through all those to create an entirely new market, customer base and league table while you are still spinning up your steering committee.  The willingness (or at leastâŚ
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This is a grim fairy tale about a mythical company and its mythical founder. While I concocted this story, I did so by drawing upon my sixteen years of experience as a venture capitalist, plus the fourteen years I spent before that as an entrepreneur. Iâm going to use some pretty simple math and...
Over the past couple days, Iâve been reading with interest and sadness as friends of Dave Goldberg have said their public goodbyes. And I thought, as someone who only met him once, it might be worth sharing that experience, that perspective.
I had been invited to a very exclusive retreat for the...

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Melissa Leon speaking with Death Cab for Cutie frontman Ben Gibbard:
In the music world, another issue has emerged regarding artistsâ compensation from streaming platforms. Jay Z recently unveiled plans for his own subscription streaming service, Tidal, which aims to âforever change the course of music historyâ by offering high-fidelity audio to customers for up to $20 a month, higher royalty rates for musiciansâand a share of the company for an endless parade of high-profile artists like Rihanna, Kanye West, Madonna, Jack White, Daft Punk, Arcade Fire and BeyoncĂŠ (none of whom seem strapped for cash). Gibbard says the service is dead on arrival.
âIf I had been Jay Z, I would have brought out ten artists that were underground or independent and said, âThese are the people who are struggling to make a living in todayâs music industry. Whereas this competitor streaming site pays this person 15 cents for X amount of streams, that same amount of streams on my site, on Tidal, will pay that artist this much,ââ Gibbard says. âI think they totally blew it by bringing out a bunch of millionaires and billionaires and propping them up onstage and then having them all complain about not being paid.â
âThere was a wonderful opportunity squandered to highlight what this service would mean for artists who are struggling and to make a plea to peopleâs hearts and pocketbooks to pay a little more for this service that was going to pay these artists a more reasonable streaming rate,â he continues. âAnd they didnât do it. Thatâs why this thing is going to fail miserably.â
Amen.
Being unreasonable
Are you being unreasonable enough with your digital aspirations?
If you want something new, you have to stop doing something old. ~ Peter Drucker
David Edelman suggests being unreasonable â not traditionally taken as a compliment â is an absolute must for successful digital delivery.
Itâs part of how to transform your enterprise to become authentically digital.
An unreasonable aspiration is like a key that unlocks new ways of thinking about things. ItâŚ
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Just let me drive
When I left university, I financed my move to London by selling my car. Though this long before collaborative consumption was enabled â no ZipCar, City Car Club and definitely no Uber â getting around London was pretty easy. I soon landed a job in the City which was well served by public transport.
For a few years, the choice to nothave a car was a no brainer.  Even if you could afford the car,âŚ
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Dinosaurs, digiphiles and dynamite
This started as a âbriefâ comment on Chris Skinnerâs excellent post about a Kodak/Nokia moment in banking. Itâs much more important you go read his post, than mine below.
Obviously the status quo is unsustainable â itâs just a question of what time horizon one uses to assess the urgency/pace of change.
In time, financial historians will surely look back at this period and the current wave ofâŚ
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Fruitfully friction free finance
Fruitfully friction free finance
The cost to me of doing business with you should be zero.
My business has value for you. Capturing that value is your business.
Donât make me work to give you my money.
I wonât be bedazzled by your flashy front end â however challenging it was for you to design and deploy.
I want only for you to remove the friction from me using your services to achieve my objectives.
Provide that framework ââŚ
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with CIOs overwhelmed with other pressures, demand for higher quality data from the business can be an unwelcome responsibility
The age of the Chief Data Officer has well and truly arrived | Information Age
Agile organisations succeed through sensing, not planning. They are in touch with their actual customer experience (not just some brand fantasy). They truly understand their operating model (clue: it wonât look like a flow chart). They have the capacity to make very frequent adaptations in response to their ever-growing understanding of customer needs. Being able to respond quickly to what you learn beats any amount of predicting and planning.
http://blog.mattedgar.com/2015/01/23/the-last-target-operating-model-youll-ever-need/